Local Labour Market Plan Update 2019-2020 - Erie · 2020-04-20 · Local Labour Market Plan Update 2019-2020 ... steadfast partnerships with our community organizations, ... 2019

Local Labour Market Plan Update 2019-2020

NAVIGATING THE WORKFORCE IN GRAND ERIE

This project is funded by the Government of Ontario.

The views expressed in this document do not necessarily reflect those of the Government of Ontario.

The material in this report has been prepared by WPBGE and is drawn from a variety of sources considered to be reliable.

We make no representations or warranty, expressed or implied, as to its accuracy or completeness.

In providing this material, WPBGE does not assume any responsibility or liability.

Prepared by: Danette Dalton, Executive Director, Workforce Planning Board of Grand Erie;

Wynona Mendes, Labour Market Analyst, Workforce Planning Board of Grand Erie;

Mark Skeffington, Editor, Workforce Planning Board of Grand Erie;

Bob Seguin, Advisor, Workforce Planning Board of Grand Erie.

Graphic Design: Cath Strung, Strung Design House Inc.

Cover photograph: Port Maitland Pier, courtesy HaldimandCounty.on.ca

O U R V I S I O N

A skilled, resilient workforce contributing to dynamic communities and their economies

CO N T EN T S

Executive Summary 5

Introduction and Methodology 6Background . . . . . . . . . . . . . . . . . . . . . . 6

Labour Market Statistics . . . . . . . . . . . . 6

Consultations . . . . . . . . . . . . . . . . . . . . 6

Employment Planning Advisory . . . . . 7

The Grand Erie Labour Force Year in Review 2019-2020 8About the Labour Force . . . . . . . . . . . . 8

Changes between 2015 and 2019 . . . . . . 8Impact . . . . . . . . . . . . . . . . . . . 9Recommendations . . . . . . . . . . . . . . 9

Industry . . . . . . . . . . . . . . . . . . . . . . . . 10Top sectors based on Grand Erie Business Counts data . . . . . . . . . . . 10Top industries by exports in Brantford CMA . 10Top industries by imports . . . . . . . . . 10Agriculture . . . . . . . . . . . . . . . . 11Real estate and rental and leasing . . . . . 11Construction . . . . . . . . . . . . . . . . 11Observations . . . . . . . . . . . . . . . 11Impact . . . . . . . . . . . . . . . . . . 11Recommendations . . . . . . . . . . . . . 11

Employment . . . . . . . . . . . . . . . . . . . . 12Employment by Industry . . . . . . . . . . 12Top industries by number of employees . . 12Industries in growth . . . . . . . . . . . . 13Industries in decline . . . . . . . . . . . . 13Observations . . . . . . . . . . . . . . . 13Impact . . . . . . . . . . . . . . . . . . 13Recommendations . . . . . . . . . . . . 13

Occupations . . . . . . . . . . . . . . . . . . . . 14Top occupations by number of employees . 14Occupations in growth . . . . . . . . . . . 14Occupations in decline . . . . . . . . . . . 14Observations . . . . . . . . . . . . . . . 15Impacts . . . . . . . . . . . . . . . . . . 15Recommendations . . . . . . . . . . . . . 15

Commuting . . . . . . . . . . . . . . . . . . . . . 16Residents that commute within Grand Erie . 16Residents that commute outside Grand Erie . 16Observations . . . . . . . . . . . . . . . 16Impacts . . . . . . . . . . . . . . . . . . 16Recommendation . . . . . . . . . . . . . 16

Migration . . . . . . . . . . . . . . . . . . . . . . 17Observations . . . . . . . . . . . . . . . 17Impact . . . . . . . . . . . . . . . . . . 17Recommendations . . . . . . . . . . . . . 17

Newcomers . . . . . . . . . . . . . . . . . . . . . 18Education levels of newcomers . . . . . . . 18Observations . . . . . . . . . . . . . . . 18Impacts . . . . . . . . . . . . . . . . . . 19Recommendations . . . . . . . . . . . . . 19

Grand Erie Project Partnership Review 2019-2020 20Job Seeker and Employee Survey 2019 Results . . . . . . . . . . . . . . . . . . . . 20

The results are in…employee and job seeker perspective in Grand Erie: . . . . . . 21

Manufacturing Month . . . . . . . . . . . . 22

Work in Grand Erie . . . . . . . . . . . . . . . 23

In-Demand Skilled Trades . . . . . . . . . 24In-Demand Skilled Trades Project, 2019 . . . 24

Employer One Data, 2019 . . . . . . . . . . 25

Grand Erie 2020-2021 Action Plan 26Skilled Trades Awareness . . . . . . . . . . 26

Marketing Strategy . . . . . . . . . . . . . . . 27

Navigating Grand Erie . . . . . . . . . . . . 28

Appendix 30

2019-2020 LOCAL LABOUR MARKET PLAN UPDATE

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On behalf of the Workforce Planning Board of Grand Erie (WPBGE), and the energetic and diligent team of staff, it is a pleasure to present the 2019-2020 Local Labour Market Plan for the Grand Erie region. We are very proud to serve the communities of Six Nations, New Credit, Brant County, Haldimand County, Norfolk County and the City of Brantford, in the Province of Ontario, Canada.

Six Nations and New Credit communities within the Grand Erie region have a unique relationship with the land, its resources and the workforce, which continues to shape the history and economy of the area today. The WPBGE recognizes the unique role that Indigenous peoples have had, and will continue to have in the growth and development of this region.

The WPBGE strives to understand the many workforce needs of the communities that we serve. Not unlike the Port Maitland, Ontario lighthouse that is featured on the front cover, we recognize that navigating the workforce requires that we remain vigilant and resilient under all conditions. This can only be accomplished through the strong and steadfast partnerships with our community organizations, local businesses and citizens (adults and youth). It is this shared responsibility and commitment to workforce planning and development that drives the work that we do.

The local unemployment rate consistently dropped throughout 2019 in the Grand Erie region with the average yearly rate being 4.3%, and a record low in the Brantford/Brant/Six Nations Census Area in November 2019 of 3.1 per cent. This

Executive Summary

gave the Brantford area one of the lowest jobless rates in the country while the national jobless rate was 5.6 per cent in November 2019. This low rate was due in part to strong job growth in manufacturing, health care, social assistance, while others, such as construction and retail, have held fairly steady. Many businesses in the communities we serve still have job openings for a variety of positions and there’s competition to hire in some occupations, especially in the skilled trades, which has become a focus for awareness and education in the Grand Erie region. The labour market is tight for the Skilled Trades, with a lot of concern around experienced skilled trades people retiring, and not a large enough pool of young people entering the skilled trades to replace the existing workforce. A major focus on succession planning is needed in this tight labour market.

Engaging the workforce through strategic marketing campaigns, and developing the required skills and competencies for success will be a focus for the WPBGE moving forward. Undertaking a marketing strategy will be a key deliverable for 2019-2020. This strategy will allow the WPBGE to effectively increase awareness of workforce related matters, projects and community engagements that aim to educate businesses, agencies and the citizens of our communities.

Addressing the labour shortage also requires that we look strategically at foundational needs in the Grand Erie region to ensure citizens have the means to navigate the workforce. Through the local labour market planning consultation process, the Employee Survey, EmployerOne 2019 survey and the In-Demand Skilled Trades Project, it became clear that transportation has been a significant hindrance in people’s success in the workforce, and that transportation is critical to the region’s ability to attract and retain workforce. The development of transportation options throughout the region and connecting each of our communities will help retain the workforce we have, and attract newcomers to our region.

In closing, as the new Executive Director of the WPBGE, I wish to thank the Board of Directors for their time and unwavering support, and the team of staff who help to make the numerous projects we do a success. And on behalf of all of us, we would like to extend our gratitude to my predecessor Jill Halyk for her many years of service with the WPBGE, and wish her well in her retirement.

It is an honour to work with such a hard-working and dedicated community that is the Grand Erie region. May we navigate our way forward in 2020 to continued progress and innovation.

Danette Dalton, Executive Director 519-756-1116 x227 [email protected]

Danette Dalton


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B A C K G R O U N DOver the past year, more than 600 businesses and community organizations provided insight into the labour demands and supply issues affecting Grand Erie through the Region’s EmployerOne Survey, community engagements, one-on-one interviews and online consultation. This local intelligence, combined with labour force statistics informed the content, priorities and workforce strategies reported in the 2019-2020 Local Labour Market Plan.

L A B O U R M A R K E T S TAT I S T I C SA variety of recognized data sources informs key labour force indicators including industry trends, occupational demand, population, migration, commuting and labour force supply conditions. These sources include, but are not limited to:

Canadian Business Counts

Labour Force Survey Data

Census 2016

Specialized Census tables for Grand Erie

Canada Revenue Data

Employment Ontario Annual Data

Talent Neuron

Vicinity

Regional Economic Development Strategies (all municipalities)

Ontario College of Trades Apprenticeship Data

Citizenship and Immigration Data

C O N S U LTAT I O N SDuring the 2019-2020 labour market year, multiple methods of consultation have provided local businesses and stakeholders in the Grand Erie community with the opportunity to share their experiences, issues and ideas. These include:

EmployerONE 2019 campaign

Manufacturing Month Activities

Employee Survey

Job Seeker & Employee Survey

In-Demand Skilled Trade project engagement

Work in Grand Erie Job Portal project engagement

Local Labour Market Planning Consultative Meetings

Introduction and Methodology


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E M P L O Y M E N T P L A N N I N G A D V I S O R YAn Advisory team representing the needs of each municipality and Council, business, trades, sectors, Economic Development, educational institution, community organizations, and Employment Ontario worked together in November and December of 2019 to prioritize key issues and develop solutions. The team included the following:

Grand River Employment and Training (GREAT)

NPAAMB

Six Nations Polytechnic

County of Brant

Haldimand County

Norfolk County

City of Brantford

SCOR

Conestoga College

Brant Haldimand Norfolk Catholic District School Board

Grand Erie District School Board

Literacy Link South Central

St. Leonard’s Community Services

Community Living Brant

Brant Skills Centre

Workforce Planning Board of Grand Erie Board Members

OMAFRA

Tulsar

Stone Straw

Fed Ex

Hematite

Adidas

Patriot Forge

United Steelworkers

Fanshawe College Employment Services

Haldimand Norfolk Ontario Works

Skills Ontario

The Competitive Workforce Coalition of Canada

Brantford Brant Chamber of Commerce


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Changes between 2015 and 2019

• 6% growth in population

• 11% growth in labour force participation

• 14% growth in number of individuals employed since 2015 • 15% growth in full time employment (8,300 more full time employees) • 8% growth in part time employment (1,100 more full time employees)

• Unemployment rate dropped by 1.4% between 2015 and 2019

Year over year changes between 2018 and 2019

• 9% growth in labour force participation and 11% growth in employment • 10% growth in full time employment (6,300) • 16% growth in part time employment (2,400)

• Unemployment rate dropped by 1.9% between 2018 and 2019

The Grand Erie Labour Force Year in Review 2019-2020

Brantford census metropolitan area (CMA)* Labour force characteristics 2015 2016 2017 2018 2019

Persons (x 1,000) Population 111.8 113.1 114.6 116.4 118.2

Labour force 73.5 74.7 76.0 74.6 82.2

Employment 69.3 70.2 72.3 70.0 78.7

Full time employment 55.6 56.7 58.7 57.6 63.9

Part time employment 13.7 13.5 13.6 12.4 14.8

Unemployment 4.2 4.5 3.7 4.6 3.5

Not in labour force 38.4 38.4 38.6 41.8 36.0

Percentage Unemployment rate 5.7 6.0 4.9 6.2 4.3

Participation rate 65.7 66.0 66.3 64.1 69.5

Employment rate 62.0 62.1 63.1 60.1 66.6

A B O U T T H E L A B O U R F O R C E

up 6,400 from 2015

up 8,700 from 2015

up 9,400 from 2015

up 8,300 from 2015

up 1,100 from 2015

down 700 from 2015

down 2,400 from 2015

* Excludes data for Haldimand-Norfolk census area

Brantford CMA

66.6%

69.5%

4.6%

UP4.6% since 2015

UP3.8% since 2015

DOWN1.4% since 2015

Participation Rate

Employment Rate

Unemployment Rate


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Impact

The aging workforce, and the delayed entrance of youth aged 15-24 is contributing to a growing shortage of labour, skilled workers and experienced mentors.

Recommendations

1. Marketing strategy to include the development of a workforce hub or catalogues of resources for the Grand Erie community.

2. Community engagement events to bring job seekers, educators and businesses together.

3. Create a work environment that is accessible to all life stages.

Detailed trends/observations (2015 to 2019)

• Population • High growth in 15-24 year olds (particularly females) • Decline in 55-64 year olds

• Labour Force • Participation of youth (15 to 24 years) increased significantly relative to total labour force • Participation of older female workers (55 to 64 years) increased significantly compared to the increase in participation of older male workers • 700 fewer seniors (65 and over) are participating in the labour market compared to 2015

• Employment • High growth in full time employment for youth (15 to 24 years)• High growth in part time employment for older adults (55 to 64 years)

• Unemployment Rate • Drop in both male and female youth unemployment rates (more significant drop for males)

• Participation Rate • Most significant growth in participation rate of older adults (9% increase over 5 years) • Decline in youth male participation rate (7% decrease over 5 years) • Increase in youth female participation rate (16% increase over 5 years)

• Employment Rate • Significant growth in employment rate among older adults (11% increase over 5 years) • Decline in youth male employment rate (8% decrease over 5 years) • Increase in youth female employment rate (14% increase over 5 years)


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I N D U S T R Y

Agriculture, forestry, fishing and hunting

16.2%

Real estate, rental and leasing

11.8%

Construction10.7%

All other sectors61.3%

TOP 3 SECTORS BASED ON NUMBER OF BUSINESSES Canada Business Counts, 2019

Top sectors based on Grand Erie Business Counts data

1 Agriculture, forestry, fishing and hunting (16.2% of all businesses)

2 Real estate, rental and leasing (11.8% of all businesses)

3 Construction (10.7% of all businesses)

This data shows the emphasis on the number of smaller businesses in the Grand Erie region. It is important to ensure that the region has a diverse range of economic sectors.

Top industries by exports in Brantford CMA(Statistics Canada, 2018)

• Manufacturing • Value of exports in 2018: $2.02 billion (42% growth between 2014 and 2018)

• Wholesale trade • Value of exports in 2018: $96 million (4% growth between 2014 and 2018)

• Agriculture, forestry, fishing and hunting• Value of exports in 2018: $30 million (6% decline between 2014 and 2018)

Top industries by imports(Statistics Canada, 2018)

• Manufacturing • Value of imports in 2018: $1 billion (34% growth in value between 2014 and 2018)

• Wholesale trade • Value of imports in 2018: $936 million (113% growth between 2014 and 2018)

• Real estate, rental and leasing • Value of imports in 2018: $217 million (34% growth between 2014 and 2018)

Agriculture

The farming industry is under considerable pressure to meet legislative demands and obtain local workforce to sustain operations. Loss of local farming knowledge, and the inability to seek new innovative practices and products will be a detriment to Grand Erie farming culture.

Real estate and rental and leasing

The increase in the amount of real estate businesses shows the interest in investment in this Grand Erie region. Increased investment often means growth and with growth comes a demand on resources and the importance of improving them, finding efficiencies, and the importance of maintaining natural heritage and agriculture.

Construction

The fact that construction is one of the top industries in Grand Erie highlights the importance of the skilled trades and the industrious nature of the Grand Erie region. Also, evidence shows that skilled trade careers provide significant levels of job satisfaction and quality of life.

Recommendations

1. WPBGE to work with other Provincial partners to assist in engaging and educating the local community about the importance of agriculture, the jobs that are associated with agriculture, and supporting local businesses.

2. Investment in community infrastructure to attract and increase labour force to the area.

Observations

• Value of agricultural, forestry, fishing and hunting exports have experienced decline from 2014-2018

• Value of transportation and warehousing goods exported increased 15% while Canada experienced a decline of the same

• Value of health care and social assistance grew most significantly between 2014 and 2019, but only makes up 1% of value of exports in Brantford CMA in 2019

Impact

The strength of the labour market calls into question gloomy predictions about the future of work – that increasingly sophisticated computers will replace them. Yet evidence shows that technological change complements jobs rather than replaces jobs. Where skills are not available or human safety is questioned, technology is purchased to complement the operation.


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E M P L O Y M E N TEmployment by Industry

Brantford census metropolitan area (CMA)* NAICS** Sectors 2015 2016 2017 2018 2019

Persons (x 1,000) Total employed, all industries 69.3 70.2 72.3 70.0 78.7

Goods-producing sector 20.1 21.7 21.7 22.5 22.4

Agriculture x x x 1.6 x

Forestry, fishing, mining, quarrying, oil and gas x x x x x

Utilities x x x x x

Construction 5.0 6.3 6.1 5.3 6.2

Manufacturing 13.6 13.4 14.4 15.2 14.7

Services-producing sector 49.2 48.5 50.6 47.5 56.3

Wholesale and retail trade 10.8 10.3 12.3 10.9 13.1

Transportation and warehousing 3.1 2.8 3.3 4.0 5.0

Finance, insurance, real estate, rental & leasing 2.8 2.1 2.1 2.2 3.6

Professional, scientific and technical services 2.3 3.0 3.7 2.6 1.8

Business, building and other support services 4.8 3.8 3.1 2.9 3.8

Educational services 5.3 4.1 4.1 4.4 5.4

Health care and social assistance 8.7 11.0 10.4 9.3 9.8

Information, culture and recreation 2.2 2.8 3.1 1.8 3.4

Accommodation and food services 3.8 4.4 4.3 4.2 4.5

Other services (except public administration) 3.5 2.5 2.1 3.5 3.3

Public administration 2.0 1.7 2.2 1.7 2.6

* Excludes data for Haldimand-Norfolk census area** North American Industry Classification Systemx Data not available

EMPLOYMENT BY INDUSTRY, ANNUAL Table: 14-10-0098-01 (formerly CANSIM 282-0131)Geography: Census metropolitan area, Census metropolitan area part

Manufacturing 14,700

Wholesale andretail trade

13,100

Health care andsocial assistance

9,800

All other sectors41,100

TOP 3 SECTORS

Top industries by number of employees

• Manufacturing (14,700 employees)

• Wholesale and Retail Trade (13,100 employees)

• Health care and social assistance (9,800 employees)


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Industries in growth

• Transportation and warehousing (61% growth since 2015)

• Information, culture and recreation (55% growth since 2015)

• Finance, insurance, real estate, rental and leasing (29% growth since 2015)

• Construction (24% growth since 2015)

Industries in decline

• Business, building and other support services (20% decline since 2015)

• Other services (except public administration) (6% decline since 2015)

Observations

The skills and training needs of different industry groups, and trends in required skill sets (more technology, automation, soft skills) will be more challenging. The economic policies to support these industry groups will also need to be more adaptable/flexible to regional variations.

Compared to provincial trends, Grand Erie has a unique position as both beneficiary of strong Greater Toronto Hamilton Area (GTHA) growth and constraints from the same competition.

Impact

The continued resiliency of the goods producing sector in Grand Erie is strong. This strength in a number of the industry groups must be recognized by all levels of government as a competitive edge, and should not be lumped in with other regions where sectors are experiencing considerable change.

Growth in the Grand Erie regional service sector also reflects broader provincial wide trends. These growth trends are also not identical across all industry groups within the service sector nor in the regional goods producing sector. The diversity of the regional economy and employment provides its strong base, subject to provincial and national impacts.

Recommendations

1. Making the best use of the existing programs/policies/agencies to assist employment, training and skills development. Need to increase awareness of importance of regional/local skills base for longer term talent attraction for businesses/public agencies and best use of current resources to strengthen talent/employment base and skills over time.

2. Need to improve capacity of current employment hiring/training/re-entry into regional workforce so as to limit gaps in workforce by slow hiring processes, lack of awareness of employment opportunities, and awareness of skills base needed to compete successfully in hiring/changing employment.

3. Need to look at what other constraints exist- provincial, federal (ie. local immigration patterns and access to new talent pools from outside Canada to Grand Erie/Brantford) and regional constraints, awareness, reducing friction and costs of existing employment networks in Grand Erie, and mobility across the region to best meet employer and employee needs in a tight labour market.

Sales and serviceoccupations

19,300

Trades, transport and equipment operators and related occupations

14,800

Occupations in manufacturing and utilities

8,500

All other sectors36,100

TOP OCCUPATIONS BY NUMBER OF EMPLOYEES


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Brantford census metropolitan area (CMA)* National Occupational Classification (NOC) 2015 2016 2017 2018 2019

Persons (x 1,000) Total employed, all occupations 69.3 70.2 72.3 70.0 78.7

Management occupations 4.3 4.5 5.0 4.5 6.2

Business, finance and administration occupations 9.7 9.8 10.1 9.6 9.2

Natural and applied sciences and related occupations 3.7 3.8 3.5 2.9 2.8

Health occupations 4.5 5.6 6.2 5.4 6.2

Occupations in education, law and social, community and government services 8.3 7.1 7.2 6.9 8.0

Occupations in art, culture, recreation and sport 1.5 1.6 1.8 x 2.4

Sales and service occupations 16.5 16.4 17.5 15.8 19.3

Trades, transport and equipment operators and related occupations 12.5 12.7 12.2 13.7 14.8

Natural resources, agriculture and related production occupations x x x 1.5 x

Occupations in manufacturing and utilities 7.0 7.4 7.8 8.7 8.5

* Excludes data for Haldimand-Norfolk census areax Data not available

EMPLOYMENT BY CENSUS METROPOLITAN AREAS AND OCCUPATION, ANNUAL Table: 14-10-0314-01 (formerly CANSIM 282-0159)Geography: Census metropolitan area, Census metropolitan area part

O C C U PAT I O N S

Top occupations by number of employees

1 Sales and service occupations (19,300)

2 Trades, transport and equipment operators and related occupations (14,800)

3 Occupations in manufacturing and utilities (8,500)

Occupations in growth

• Management occupations (44% growth since 2015, significant hike since 2018)

• Health occupations (37% growth since 2015)

• Occupations in manufacturing and utilities (21% growth since 2015, slight dip in 2019)

Occupations in decline

• Business, finance and administration occupations (5% decline since 2015)

• Occupations in education, law and social, community and government services (4% decline since 2015, significant hike since 2018)


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Observations

Many believe that the trades, transport and equipment operator sectors do not create jobs or drive economic growth. Evidence shows that failure to attract workers into these sectors reduces opportunities for entry-level workers to gain needed skills and experience. This experience contributes to increased opportunities in the Skilled Trades and other technical careers that are in high demand all across our region. Service, trades and manufacturing occupations provide economic growth and employment for the Grand Erie region.

Impacts

The top three occupations in Grand Erie play an important role in the community and contribute to the overall quality of life, providing opportunities to learn new skills and gain experience. In order to maintain a competitive edge in Grand Erie we must ensure that we continue to share our knowledge with others and diversify the job opportunities we have in Grand Erie to attract and retain the workforce.

Recommendations

1. Provide training for the entry-level employee and continual training for mentors.

2. Work with other government partners to streamline and improve access to skill development programs.


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Residents that commute within Grand Erie

Residents that commute outside Grand Erie

C O M M U T I N G

Impacts

During the 2019 Local Labour Market Planning sessions, the 2019 Job Seeker and Employee Survey and through our work with the Skills Advance Ontario program, it has become evident that some resources are not accessible to the workforce, or cause the workforce to seek opportunities or employment outside of the Grand Erie region. In order to continue to build and maintain a strong workforce, we must look at the foundation of our community and ensure that it is solid so that everyone has access to reliable and affordable resources.

The Grand Erie region is abundant with natural heritage, agriculture and sprawling landscapes. This means that travelling substantial distances will likely be required from day to day. A number of jobs cannot be filled as job seekers do not have access to transportation and due to a lack of transportation options.

Recommendation

1. Transportation options in Grand Erie must be assessed in order that our workforce can gain optimum access to a variety of work and skills and improve their overall quality of life and provide purpose in the work they do. Investors are attracted to develop in communities that offer access to transportation and investment in infrastructure upgrades. Transportation infrastructure typically means access to an abundant and reliable workforce for investors and quality of life for the job seeker.

RESIDENTS THAT COMMUTE WITHIN GRAND ERIETOTAL: 64,230 Source: Census 2016

Brant CY 8,715

Brantford CY 28,915

HaldimandCounty

9,450

NorfolkCounty

17,150 Brant CY 5,935

Brantford CY 9,885Haldimand

County

8,095

NorfolkCounty

5,060

Brant CY 8,715

Brantford CY 28,915

HaldimandCounty

9,450

NorfolkCounty

17,150 Brant CY 5,935

Brantford CY 9,885Haldimand

County

8,095

NorfolkCounty

5,060

RESIDENTS THAT COMMUTE OUTSIDE GRAND ERIE

TOTAL: 28,975

Observations

• Around 64,230 of Grand Erie’s residents – 63% of all commuters – work within Grand Erie, while another 38,425 local residents – 37% of all commuters – travel to work outside Grand Erie. Many of these individuals work in Hamilton, Cambridge, Woodstock and other surrounding cities.

• On average, 92% of all commuters in Grand Erie travel to work by car, 6% walk and less than 2% take public transit (Census 2016).

• On average, it takes Grand Erie residents 17 minutes to commute to work by car, 34 minutes by bus, 120 minutes by light rail and between 8-13 minutes by active transportation (Census 2016).

• There are considerable flows within and outside the Grand Erie region. The challenge is to improve mobility for segments of the workforce that struggle to access transportation. Workforce retention, especially of the 18-24 age category will rely heavily on the improvement of transportation options.


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Observations

• Youth are migrating out of our communities, particularly Haldimand-Norfolk

• Meanwhile, the population of seniors (65+) is growing rapidly as is the population of children (0-17). This creates an increased demand for health care and support services such as day-care and accessible transportation

Impact

The migration of youth out of the community has a detrimental impact on the ability to transfer local job knowledge and experience particularly in the skilled trades and agriculture.

The decline of the youth population creates an employment gap particularly in the service sector such as health care and health care supports, as the population of seniors continues to increase.

M I G R AT I O N

Recommendations

1. Create communication and marketing strategies that help engage and educate youth about the local labour market and local opportunities.

2. Undertake studies to understand what the local transportation needs are.

Age Brant Grand Erie In-Migrants 0-17 5,218 6,567 11,785 22%

18-24 2,432 3,401 5,833 11%

25-44 7,289 10,759 18,048 34%

45-65 5,812 5,773 11,585 22%

65+ 2,673 2,552 5,225 10%

Total 23,424 29,052 52,476

Out-Migrants 0-17 4,313 4,711 9,024 20%

18-24 3,652 3,528 7,180 16%

25-44 7,042 8,677 15,719 35%

45-65 4,121 4,557 8,678 19%

65+ 2,278 2,021 4,299 10%

Total 21,406 23,494 44,900

Net- Migrants 0-17 905 1,856 2,761 36%

18-24 -1,220 -127 -1,347 -18%

25-44 247 2,082 2,329 31%

45-65 1,691 1,216 2,907 38%

65+ 395 531 926 12%

Total 2,018 5,558 7,576

(Migration Patterns Data, 2013-2017)

MIGRATION: NUMBER OF MIGRANTS

% of Region’s Migrants

Haldimand-Norfolk

Net migration rate for youth (18 – 24 years old) between 2013 and 2019: -18%

Over 29,600 working age (25 to 64 year old) individuals migrated to Grand Erie between 2013 and 2017


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N E W C O M E R SEducation levels of newcomers

Observations

The flow of people arriving in the two sub regions of Grand Erie are very positive with some differences in education levels. These flows reflect the longer term competitive differences with other regions of Ontario competing for the same workforce. It also reflects the longer term competitive position of other regions in Ontario competing for the same workforce.

However, in contrast to major urban areas in Ontario, the flow into Grand Erie and the two sub-regions is very small, and adds only a small portion to the growth in the labour force. This will have a modest impact on labour supply, but the demographics on aging workforce in the Region will be more important to how fast/slow the regional employment workforce grows.

Brantford-Brant Haldimand-Norfolk

15.8%Somewhere in Canada

14.7%Somewhere in Canada

1.1%Outside Canada

0.5%Outside Canada

NEWCOMERS TO THE REGION

ARRIVED FROM…

Haldimand-Norfolk

Highest certificate, diploma or degree

No certificate, diploma or degree 2,625 170

High school certificate or equivalent 3,625 75

Apprenticeship or trades certificate or diploma 1,205 40

College, CEGEP or other non-university certificate or diploma 3,515 60

University certificate, diploma or degree 1,770 95

Total 12,750 450

Brantford-Brant

Highest certificate, diploma or degree

No certificate, diploma or degree 2,635 165

High school certificate or equivalent 4,520 280

Apprenticeship or trades certificate or diploma 1,080 30

College, CEGEP or other non-university certificate or diploma 4,375 140

University certificate, diploma or degree 3,280 525

Total 15,885 1,145

EDUCATION LEVELS OF NEWCOMERS(BETWEEN 2011 AND 2016)

Arrived from somewhere in

Canada

Arrived from somewhere in

Canada

Arrived from outside Canada

Arrived from outside Canada

Migration Patterns Data, 2013-2017


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Recommendations

1. There is a need for more analysis of the regional flows and immigration into the region, and how better to attract newcomers to the region. This work depends upon the collaboration of all partners in order to be successful.

2. There is a need to ensure the local and regional workforce market is more aware of opportunities, skill needs, incentives for training and re-training etc.

3. There is a need to reduce any constraints to moving employees across the Grand Erie region. This will assist employers and employees, but will also allow local employers to compete more effectively with employers outside the region which have improved salary/wages to offer, and easier commuting on major roads to key employers/public transit as needed (eg. GO system for Hamilton – Toronto).

Impacts

The education levels of newcomers provides a clearer sense of the dynamics of the Grand Erie workforce over time, and the underlying stability in the workforce. Still, it identifies a slowly growing workforce, and with a vibrant regional economy, this means the unemployment rates will continue to be low, and the labour force will be in a tight situation for the near term, barring major economic shifts at the provincial or national levels.


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Grand Erie Project Partnership Review 2019-2020J O B S E E K E R A N D E M P L O Y E E S U R V E Y 2019 R E S U LT S

Source: Employment Ontario, Survey 2019

An employee satisfaction survey was conducted to understand the reasons affecting job attainment and retention from the workers’ perspective. This survey provides insight into the personal and workplace conditions that contribute to employee satisfaction or dissatisfaction. It addresses the shortage of supply-side research that includes a broad and diverse mix of employees and job seekers. It provides a coordinated approach to understanding “supply side” issues and informs service planning and/or gaps, and the supply-demand analysis identifies differences and challenges and supports businesses with human resource planning.

• Most job seekers are in the core working age group (25 to 44-year olds)

• Most job seekers have completed secondary school, with a smaller portion having less than Grade 12 education

• Approximately half of Employment Service clients have been unemployed for less than 3 months


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Source: Job Seeker & Employee Survey, 2019

• Top reasons people stay in a job • Regular increases in pay • Benefits • Feeling that their role is valued• Having the tools and resources to do the job well

• Top reasons people quit • Unpredictable work schedules • Health concerns not being accommodated • No process for addressing concerns in the workplace • High workload

• Top life factors that inhibit people from finding work • No transportation to get to and from work • Anxiety about the job search process • Family Responsibilities • Health concerns (both physical and mental)

• Top other factors that inhibit people from finding work • Not enough job postings with good pay • Not enough job postings in their field • Need to improve skills for entry level jobs (i.e.: literacy, computer skills)• Need to improve education to be eligible for job

• Top factors when looking for a job • Pay or salary • Hours of work • Location • Non-salary benefits

• Top ways we can help unemployed individuals find their next job • Skills training for a new opportunity • Skills training to improve or refresh their skills • Resume and interview workshops • Job shadow experience

The results are in… employee and job seeker perspective in Grand Erie:


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M A N U FA C T U R I N G M O N T HMore than 250 students from Grand Erie high schools had a firsthand look at modern manufacturing during Manufacturing Day tours on Thursday, Oct. 3, 2019

Nineteen companies in Brantford and Brant, Norfolk and Haldimand counties opened their doors so students can see what their business makes and learn about careers in manufacturing. October is Manufacturing Month in Grand Erie, recognizing an industry that employs about 16,000 people locally.

List of participating companies, their specialty and their location:

Apogee Ceramics ceramics Paris

Bowman Precision Tooling metal stamping dies Brantford

DM Precision machined parts Caledonia

CGC Inc. drywall Hagersville

CoorsTek engineered ceramics Paris

Gizeh Packaging plastic packaging Brantford

Hematite auto parts Brantford

iSPAN Systems metal floor joists Princeton

Norfolk Fruit Growers fruit processing Simcoe

Patriot Forge metal forging Brantford

Tigercat Industries forestry equipment Paris

Toyotetsu Canada auto parts Simcoe

Walters Inc. structural steel Princeton

Cadman Power Equipment irrigation equipment Courtland

Armstrong Milling bird seed Hagersville

R&W Metal Fabricating metal Paris

Mott Manufacturing custom laboratory furniture Brantford

Townsend Lumber lumber yard & flooring Tillsonburg

Stelco Inc. steel Nanticoke

The We Make It Here videos were produced by the Workforce Planning Board of Grand Erie in partnership with the companies, economic development departments, and the two local school boards, Brant Haldimand Norfolk Catholic District School Board and the Grand Erie District School Board. The project was funded in part by the Government of Canada and the Government of Ontario.

Local school boards and employment services will use the videos to give students and job seekers a behind-the-scenes look at local companies and modern manufacturing. Viewers learn about what products are made locally, see manufacturing processes, and hear from employees on their career path and required job skills.

Four new videos from a continuing series have been released that celebrate local manufacturers, their products and the occupations behind them.

The We Make It Here videos, one for each Grand Erie municipality, showcase local manufacturers who make a diverse range of goods, ranging from biodegradable drinking straws to military parts, chiropractic tables to bird food, irrigation equipment to communications antennas, and more.

The 12 companies featured in the videos are:

City of Brantford

Apotex Pharmachem

Patriot Forge

Stone Straw

County of Brant

iSPAN Systems

Wade Antenna

Apogee Ceramics

Haldimand County

Elite Manufacturing

Armstrong Milling

Cargo Ease

Norfolk County

Lonestar Welding

Cadman Power

On Time Precision Components

https://workforceplanningboard.org/manufacturing-month/






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W O R K I N G R A N D E R I E Grand Erie is experiencing stagnant population growth and a shrinking labour force as older workers retire and youth delay their entrance into the workforce. In addition, the population in the core-working age of 25-44 is declining. Employers are reporting a lack of applicants for job postings at all levels. Addressing this issue requires that we attract and retain all potential workers and strengthen their connection to local job opportunities.

A local job portal has been investigated as a communication tool that will connect the local labour force with local jobs and resources. This tool will have the ability to collect job posting data to provide a clear snap-shot of all available jobs within the Grand Erie region. Also, this tool will provide key local level data similar to the data we collect through the EmployerOne survey. The job search portal is also a data tool for employers, students, and community organizations to access census data. Reports will be able to be generated from the Job search data that will be collected from users who search for jobs. It will allow the host to analyze how job search differs by age and gender and indicates top employers and top occupations searched.

The research into this project in the 2019-2020 labour market year included a business plan and an implementation plan based on the viability identified in the business plan. This project will play a key role in data collection and marketing for the Grand Erie workforce and help connect Grand Erie residents with local jobs.


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I N - D E M A N D S K I L L E D T R A D E SThe In-Demand Skilled Trade project aims to provide insights on the local labour market conditions for the skilled trades through engagement with local employers at a level of granularity unavailable in most data sets and reports. The evidence collected from the project will help inform how government, industry and local communities can work together to increase the talent pipeline to help business growth and support industry competitiveness in the province, particularly in key sectors such as automotive manufacturing and construction. The evidence will also help to inform steps to modernize and transform Ontario’s skilled trades and apprenticeship system.

• 1 in 5 businesses provide apprenticeship training

• Top reasons why some employers did not take on apprentices:• Inadequate staffing ratios • Financial hardships • Fear of apprentices leaving the organization after training

In-Demand Skilled Trades Project, 2019

• Top reasons employers struggle to find apprentices • Not enough qualified applicants • Lack of motivation, attitude and interpersonal skills

• Top reasons apprentices drop out of training• Lack of motivation, attitude or interpersonal skills • Interest in a different career path • Struggled to learn the trade

• Top barriers to apprenticeship according to employers • Low interest in apprenticeship • Lack of essential skills • Qualified trainers do not have the time/capacity

Grand Erie

Number of… 2015 2016 2017 2018 2019

New Registrants 424 348 411 348 374 -11 .79 1 .34%

Active Apprentices 1,640 978 1,257 978 1,005 -38 .71 3 .61%

Certificates of Apprenticeship Issued 174 136 177 136 141 -18 .96 0 .51%

Modular Training Registrations 52 121 120 121 114 119 .23 0 .41%

IN-DEMAND SKILLED TRADES

Source: Employment Ontario Apprenticeship Data, 2014-2019

% change (from 2015

to 2019)

2019: % of provincial numbers

1 IN 5 BUSINESSES PROVIDE APPRENTICESHIP TRAINING


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E M P L O Y E R O N E D ATA , 2019The EmployerOne survey was undertaken in January 2019 and the survey was designed to be a shorter, targeted version for use between census periods, reducing the time commitment and survey fatigue for employers. The results provide a detailed analysis of industry that is compared with census data.

Vicinity Data, 2019

• In 2019, Grand Erie experienced a decline in number of new and available jobs based on online job posting data

• Skills• Top certifications in demand: Driver’s License Forklift certification Accounting First Aid certification• Top skills in demand Quality control Microsoft office Oral and written communication Detail oriented• Employers are struggling with recruitment, because of: The Skills Gap: Job seekers lack the soft skills – such as communication, work ethic, self- motivation and dependability – or the work experience required by employers The Skills Mismatch: Many job seekers are seeking more high-skilled/higher wage positions than those offered

Filling Vacancies 39%

Expansion 35%

EverythingElse

26%

WHAT IS DRIVING TURNOVER RATES?

2/3 of all jobs are full time

12% is under 25 years of age

24% is over 50 years of age

3/4 employers recruit locally

#1 online job boards

#2 word of mouth

54% of employers have hard to fill positions.

Main reason: not enough applicants

TYPE OF JOB

RECRUITING

HARD-TO-FILL JOBS

63% of all employers experienced

separations.

Main reason for separations: quits

84% of businesses hired in 2018

70% of businesses planned to hire in 2019

Main reason: filling vacancies

69% of employers supporting ongoing

training.

Main challenges: cost

ACTUAL VS. ANTICIPATED HIRING

SEPARATIONS

TRAINING

Automation has very little impact on the size of the workforce, and is typically used to increase productivity


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Grand Erie 2020-2021 Action PlanIt is true that workforce development strategies are becoming more complex and difficult as communities struggle to support job seekers with growing needs such as skill development, transportation and communication. These barriers require a higher level of understanding and coordination among all partners such as case managers and businesses. Workforce development barriers can be challenged with strategic plans that emphasize an improved quality of life including new investment, future skills development, job mobility and accessibility. Based on the priorities laid out in the Local Labour Market Planning Consultations, the following actions were identified:

S K I L L E D T R A D E S A WA R E N E S SThere is heightened public discussion about the growing demand for skilled tradespeople in Ontario, as well as gaps between the workers employers are looking for and the availability of tradespeople to fill them. There is a high percentage of Skilled Tradespeople that are retiring and/or currently overworked because of the Skilled Trade shortage. This creates an enormous gap in trying to find mentors for new apprentices.

Also, several reports have identified challenges that employers in Ontario and Canada are facing in filling positions in the skilled trades. For example, a 2018 survey conducted for the Manpower Group found that 41% of Canadian employers cannot find the skills they need, with skilled trades workers identified as the hardest positions to fill. A 2013 survey of over 1,500 Ontario employers for the Conference Board found that nearly 10% of employers anticipated that engineering occupations would be the most difficult to fill, followed by electrical trades and professions, information and network technology professions, and skilled labour and trades in general.

The evidence collected from the 2019 In-Demand Skilled Trades Project also indicates that a lot of people are unfamiliar with the different types of careers in the trades. Specific names of trades do not always directly translate into the work that is done, and not everyone will have exposure to the work to be able to understand the talent or skill that is needed to complete the job. Another hurdle is getting experience with the trade or finding a mentor. The marketing around some skilled trades jobs is not as plentiful (i.e. Boilermaker, Steamfitter, etc.). However, some careers in the skilled trades are very identifiable in the community (i.e. Hair Stylist, Mechanic, etc.).

Expected outcomes

• This project aims to bring more awareness to all the skilled trade careers by introducing the labour force and youth to the trades through engagement events and educating parents through the use of marketing material that explains pathways.

• This project will also help to continue to inform how government, industry and local communities can work together to increase the talent pipeline to help business growth and support industry competitiveness in the province, particularly in key sectors such as automotive manufacturing and construction. The evidence will also help to inform steps to continue to modernize and transform Ontario’s skilled trades and apprenticeship system.

• Also, Employment Ontario, Ontario Works, teachers, career counsellors and parents will increase their knowledge of the skilled trades, enabling them to better guide job seekers towards employment and identifying talents that each job seeker may have that may be suitable for a career in the skilled trades.


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M A R K E T I N G S T R AT E G Y Through the 2019 Local Labour Market Planning meetings a common theme regarding a communication disconnect was identified. There is no comprehensive list in the community of all the resources and programs that are being offered among all agencies for local businesses, agencies or the labour force to access. A lot of frustration was shared around locating resources, or where to look for resources by all parties. The Workforce Planning Board of Grand Erie is required to take a leadership role in workforce development and that begins with a basic plan to communicate what the region has to offer regarding workforce matters/resources.

Engaging a community the size of Grand Erie is not an easy task. The awareness of the Workforce Planning Board of Grand Erie must be improved in order for people to identify with the different forms of engagement we deliver. In order for future projects to be successful, a marketing strategy is needed to continually aid and inspire the community about workforce related matters, and to ensure that the WPBGE team and our partner’s resources and funding are not exhausted.

Expected outcomes

• A marketing strategy that responds to local long term priorities and recommendations identified during the LLMP process.

• Set future WPBGE projects up for success (including SkillsAdvance Ontario (SAO) ), and provide more visibility and understanding of the Workforce Planning Board in the Grand Erie community.

• The strategy will strengthen the Workforce Planning Board’s Leadership role in the community.

• The addition of tools to our website such as a job search portal will provide access to additional community level metrics that we do not already have, or some of which is regularly obtained through the EmployerOne survey.

• The strategy will provide guidance for cross marketing with our partners and provide a strategic template for other agencies to adopt. This will improve communication efforts within the community, streamline all communications and assist with issues around communication and marketing when they arise.

• Further, a marketing strategy for non-profit organizations can promote services. The more people who know about the Workforce Planning Board of Grand Erie, the more people we can reach and help, and the greater chance of maintaining and acquiring new partnerships.


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N AV I G AT I N G G R A N D E R I EDuring the 2019 Local Labour Market Planning sessions, and through our work with the Job Seeker and Employee Survey, EmployerOne 2019 survey and the SkillsAdvance Ontario program, it has become evident that access to transportation can hinder the success of Grand Erie’s workforce. In order to continue to build and maintain a strong workforce, we must look at the foundation of our community and ensure it has access to reliable and affordable transportation.

Transportation options within each community needs to be assessed as well as transportation options between all Grand Erie communities. It is imperative that our workforce has access to a variety of work, to gain valuable skills and provide purpose in the work they do. Also, Investors are attracted to develop in communities that offer access to transportation and investment in infrastructure upgrades. Transportation infrastructure typically means access to an abundant and reliable workforce for investors and quality of life for the job seeker.

Can existing systems

be improved to

meet business and

employee needs?

To commute to work, on average, it takes Grand Erie residents

between 8-13 minutes by active transportation

17 minutes by car

34 minutes by bus

120 minutes by light railCensus 2016

92% of all commuters in Grand Erie travel to work by car


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Expected outcomes

• A transportation survey will be conducted to understand the ways in which the workforce gets to and from work, the resources that are available to get the workforce to and from work, how long and far the workforce travels to get to work etc. This will help us to understand the patterns: • if partnerships or projects could be formulated, • if existing systems can be improved to meet business and employee needs, • to determine if there are ways in which to improve employee retention through improving transportation options, and • to determine if young people are influenced to leave the community in search of work where transportation are more readily available.

• In addition to using the internet, the survey engagement may be conducted at bus depots, train stations, airport, car pool lots, in conjunction with participating businesses, EO partner agencies, and using various forms of digital marketing.

• A broad, community-focused communication strategy using social media and on-line tools will reach a broad cross-section of people across Brant, Brantford, Haldimand, Norfolk, Six Nations and New Credit. We will analyze the results by age, gender, education, and other identified characteristics to identify inter-generational or gender differences. We will complete “employee profiles” to help government, businesses and community agencies respond.


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Mise à jour du Plan du marché du travail local 2018-2019

Offre d’emploiBASSIN DE TALENTS EN PLEIN ESSOR

Offre d’emploi : Bassin de talents en plein essor – Françaishttps://workforceplanningboard .org/wp-content/uploads/2019/12/2019-Labour-Market-Plan-French .pdf

AppendixPlease refer to the links below for more detailed information on labour force topics.

2018-2019 Local Labour Market Plan Update

Help WantedB U I L D I N G T H E T A L E N T P O O L Help Wanted: Growing the Talent Pool -

Englishhttps://workforceplanningboard .org//wp-content/uploads/2019/09/2019-labour-market-plan .pdf

Journey to Apprenticeshiphttps://workforceplanningboard .org//wp-content/uploads/2019/08/the-future-of-skill-trades-september-2018-new-layout .pdf

EmployerOne 2019: Survey Tabulation Reporthttps://workforceplanningboard .org//wp-content/uploads/2019/09/employerone-2019-final-report .pdf

2016 Census – Population Characteristicshttps://workforceplanningboard .org/wp-content/uploads/2020/02/2016-Census-Grand-Erie-Merged .pdf

https://workforceplanningboard.org/wp-content/uploads/2019/12/2019-Labour-Market-Plan-French.pdf

https://workforceplanningboard.org/wp-content/uploads/2019/12/2019-Labour-Market-Plan-French.pdf

https://workforceplanningboard.org//wp-content/uploads/2019/09/2019-labour-market-plan.pdf

https://workforceplanningboard.org//wp-content/uploads/2019/09/2019-labour-market-plan.pdf

https://workforceplanningboard.org//wp-content/uploads/2019/08/the-future-of-skill-trades-september-2018-new-layout.pdf

https://workforceplanningboard.org//wp-content/uploads/2019/08/the-future-of-skill-trades-september-2018-new-layout.pdf

https://workforceplanningboard.org//wp-content/uploads/2019/09/employerone-2019-final-report.pdf

https://workforceplanningboard.org//wp-content/uploads/2019/09/employerone-2019-final-report.pdf

https://workforceplanningboard.org/wp-content/uploads/2020/02/2016-Census-Grand-Erie-Merged.pdf

https://workforceplanningboard.org/wp-content/uploads/2020/02/2016-Census-Grand-Erie-Merged.pdf


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Workforce Planning Board video: https://www .youtube .com/watch?v=RYqZ8aMxDgQ&feature=youtu .be

Connect2SKILLS video: https://www .youtube .com/watch?v=5ZVtRGmdI7Q&t=1s

https://www.youtube.com/watch?v=RYqZ8aMxDgQ&feature=youtu.be

https://www.youtube.com/watch?v=5ZVtRGmdI7Q&t=1s

The Workforce Planning Board of Grand Erie

1100 Clarence Street South, Suite 101, Box 12, Brantford, ON N3S 7N8

Phone: 519-756-1116 | Fax: 519-756-4663

www.workforceplanningboard.org

http://www.workforceplanningboard.org

Documents

Local Labour Market Plan Update 2019-2020 - Erie · 2020-04-20 · Local Labour Market Plan Update 2019-2020 ... steadfast partnerships with our community organizations, ... 2019